The way in which our DNA tool came about reflects how we really are, what our essence is, basically it reflects Paradigma’s DNA.
Paradigma is a company without hierarchies where people organize themselves in circles around areas of knowledge. There are no offices, no walls, there are open spaces that favor communication, transparency, personal relationships, coffee at mid-morning… and this is where our tool was born.
When we ask what is Big Data and what are the roles associated with it, we find endless definitions that often confuse us instead of clarifying concepts.
In this post we will not give a formal definition, but one that fits our point of view and our experience in Big Data. We will not elaborate a long list of profiles, we will only focus on those that play a key role in the Big Data universe.
“We have many meetings”, was the concise and categorical reflection of one of my office colleagues. Many meetings, too many. And the truth is that I agree with him. Also, many times these meetings are not celebrated with a clear objective and have common execution errors that make them, in general, unproductive.
Being more specific, my colleague specified: “in Scrum there are many meetings”. And there, at that particular point, I could not agree with him. But why? Well, the time has come to justify it.
With the advent of cloud computing, new models have appeared that, in addition to streamlining infrastructure and service provision, allow companies to use a technology that adapts to their needs and thus only pay for the services they use at all times.
This new paradigm also allows “unlimited” use of resources and services completely managed by third parties, which enables companies to focus on their business, making technology a commodity.
With the great boom the Internet of Things has been experiencing in recent years, many companies are doing a great job with innovation designing new products and experiences which are changing our day to day.
Many sectors are benefiting from these innovations: from the automotive sector, with smart cars equipped with hundreds of sensors thanks Artificial Intelligence and machine learning; to supermarkets self-service without having to go through the typical “smart” boxes that are not as smart as they promise…
Innovations in this area have crept into our homes making our day to day more comfortable and friendly. We compile in this infographic 7 gadgets that will make your home a real smart home.
One of the most important basic problems for the transformation of a company is the archaic form in which budgets are usually handled.
Almost every company I know of manages budgets in the same way: every year, in a political meeting, each person defends their project, department or initiative.
After this meeting, each manager receives an annual budget, sometimes with quarterly adjustments depending on whether the company has gone well that quarter or not.
As a result, managers spend a lot of time preparing this meeting to defend their interests as well they can (sometimes not aligned with the company). Because if a project gets a budget for that year, unless there is a resounding failure, it is very difficult for it not to receive something in subsequent years.
This system is one of the culprits of the continuous delays in projects, since in general, with this type of management a delay to improve the product is worthwhile. If you have a budget with this system, if you are going to succeed in launching a project now, you will always decide to delay it.
Because if you implement it now, you run the risk of cancellation or a resounding failure. While if you delay it, surely after some initial anger, you ensure more budget to improve it and ensure a more perfect launch.
Obviously, this way of proceeding goes against the interests of the company, which is interested in launching the initiatives as soon as possible to spend as little as possible if they do not succeed.
Therefore, the usual way of managing budgets is not only inefficient, but it restrains the innovative mentality and restrains any transversal initiative that involves several departments.
The emergence of the Internet, more than two decades ago, has transformed business models and, in recent years, data has gained special relevance for decision making with regards to the future of companies.
In this line, for some years now, we have heard the term Big Data more and more frequently, but do we really know what it consists of?
For some time now, the role of Data Scientist has emerged on the market, understood as the data guru, the expert in the new stream of Data Science… but where did this new position come from? Until they arrived, nobody analyzed data? Nobody took advantage for business?
If you’ve worked with Scrum teams, you have probably wondered who is part of the Development Team. For example, are all developers that write code in the Development Team? What happens to those who do not write code? Are they also “developers”?
In fact, I have often been asked this question by members of Scrum teams with whom I have worked and it has even been the subject of debate in the agile community of Paradigma. Let’s shed light on the question!
The other day, going to the supermarket, I looked at the parking detection system and I noticed that some of them were turned off, they did not seem to work. Curious as I am, I approached and saw that the device had broken wires…
Beyond considering if it had crossed someone’s mind to cut these cables off, some thoughts came to mind that I would like to share in this post. Is the IoT safe? Do we really take full advantage of the data obtained?
We have been experiencing a great IoT boom globally for two or three years. In part, thanks to easy access to connectivity, the evolution of technologies and the great diversity of devices. But also thanks to innovative and disruptive companies that have taken advantage of this situation by creating products and services around it. And yet, this boom has not come to an end…
To get an idea of what this implies, different studies claim that 2018 will end with more than 11,000 million connected devices, not including computers or mobile phones. Moreover, it is estimated that in 2020 the number of “things” connected will reach 30,000 million.
While these figures confirm the success of IoT and its entire ecosystem, they also reveal a series of challenges that, to those working in IT, are passionate about.